developing professional practice (5dpp) gosh weekdays tristan callaghan
TRANSCRIPT
Developing Professional Practice (5DPP)
GOSH WEEKDAYS
Tristan Callaghan
1. Understand what is required to be an effective and efficient HR professional
2. Be able to perform efficiently and effectively as a self-managing HR professional
3. Be able to perform efficiently and effectively as a collaborative member of working groups and teams and as an added- value contributor to the organisation
4. Be able to apply CPD techniques to construct, implement and review a personal development plan
LO1: Understand what is required to be an effective and efficient HR professional.
1.1 Evaluate what it means to be an HR professional with reference to the CIPD’s HR Profession Map
1.2 Analyse the four concentric circles of HR professionalism
Professional •Qualified, member of a professional body, continuously updates knowledge, competent, practice skills, confidence to apply knowledge and learning, recognised qualifications
HR Professional•As above – but also…
•Member of the CIPD? (including following Code of Conduct)
•Continuously updates themselves – knowledge, skills and behaviours
•Able to challenge, commercially aware, proactive, decisive thinker
•Recognised qualifications
Professionalism - different interpretations
CIPD HR Professional
Map
Click here for the Map
• Knowledge/behaviours stakeholders expect from HR(D) Professionals
• Enable HR/L&D Professionals to focus on development needs
• Provides a framework through 4 bands of competences
BAND 1 BAND 2 BAND 3 BAND 4Delivering
fundamentalsAdviser, issues
ledConsultant, co-operative partner
Leadership colleague, coach
Client support and processing activity, immediate/ ongoing
Advising/managing HR issues,
current/near term
Addressing medium/long term HR
challenges at organisational level
Developing Organisation/HR
strategy, partnering the client
Looking for a new job
Developingspecialistexpertise
Building acase for
development
Seeking apromotion
Preparing for an
appraisal or review
Interviewpreparation
Learning about the
profession
So when could you use the HRPM?
PositionYourself
against themap
Activity: Application for a HR Role
• Identify a HR initiative that can add value to the organisation
• Identify professional areas and behaviours that can be used to help implement the HR initiative
HR Initiatives
Professional Areas/Behaviours
Reducing turnover. Retention strategy to retain talent
Employee engagement – examining surveys/exit interview (curious and gaining insights); learning and talent development looking at training needs for management/staff (curious on skills/training); benchmarking salaries with industry (curious and collaborate with other professionals); resource and talent planning – succession planning (also consider organisational design/identifying talent). Courage to challenge existing practices in order to maintain talent. Cost savings, retention of talent, increased in productivity, reputation.
Performance and reward systems – ensuring coherence between the two
Performance and reward, employee relations (implementing scheme – gaining staff buy-in/ involvement – curious); engagement - gaining service delivery information (quantitative and qualitative data – turnover figures, exit interview feedback, engagement survey feedback – curious, insights). Enhanced engagement - reduce costs (turnover), retain talent to help enhance success – talent can go to competitors which means they take clients/market share
Implementation of a training programmes (compliance)
Learning and talent development, skilled influencer (gaining buy-in from managers); driven to deliver on time and budget (project management), courage to challenge – challenge sceptical managers, influence on add value, curiosity on feedback/evaluation, linked with strategy. Save money, litigation, enhance corporate reputation (personally credible)
Self
TeamsUpwards
Across the organisation
Activity
• From the previous task identify how you can use the four circles to manage the initiative.
Circle Actions/BehavioursSelf Increasing knowledge of subject areas, issues and the business (and its business drivers) – enhances
personal credibility. Understanding technical areas/other specialisms, comparisons with competitors (curious). Collaborative – finding out good practice from other organisations/professions, networking
Across the Organisation
Implementing focus groups – raising awareness (collaborative), devolving to line managers – decisive thinker. Anonymous surveys to gain viewpoints (curious/collaborative). Collaborate with other professionals to enhance HR practice (e.g. financial information, metrics)
Upwards Courage to challenge management practices and ideas (must ensure challenge is based on insightful information – driven to deliver); skilled influencer – proactively find clear details (curious) of the impact – business/client focused. Proactive – set own objectives (curious)
Teams Problem solving (role model – lead by example); driven to deliver (meeting targets, on-time, within budget), collaborating to gain ideas.
LO2. Be able to perform efficiently and effectively as a self-managing HR professional
2.1 Apply the basic techniques of project management
2.2 Apply the skills and techniques of situational analysis, problem-solving, decision-making and creative thinking
• Scope – clarity objectives/outcomes• Insights and solutions – research possibilities/viability • Resources needed – equipment, people, finance• Timescales – broken down into milestones• Dependencies – prioritisation of task – critical path analysis• Contingency planning – what if analysis – events• Managing stakeholders – stakeholder mapping • Monitoring and evaluation – proof of return on investment
Benefits of planning
1.Minimise risk / manage risk2.Early identification of issues3.Determine cost/resource requirements4.Determine timescales/ accountabilities and resources
5.Provide a structure for all to work towards6.Everyone knows their responsibilities
Identification of barriers
1.Resistant to change (solutions – L&D; consultation/involvement)
2.Lack of resources (solutions: temporary staff, examine skill mix)
3.Cost/budgetary (solution: down-scale, be more realistic, identify cost savings
4.Not the right time (solution: insights/ information is vital in building case)
Problem Solving/Creative Thinking
1.Creative evolution2.Creative synthesis3.Creative revolution
HR Profession Map
1.10 professional areas2.8 behaviours
LO3. Be able to perform efficiently and effectively as a collaborative member of working groups and teams and as an added-value contributor to the organisation
3.1 Describe the elements of group dynamics and conflict resolution methods
3.2 Apply a range of methods for influencing, persuading and negotiating with others
3.3 Explain the presence of political behaviour and how it impacts on achieving organisation objectives
Forming
• Undeveloped• Working as individuals
Storming
• Aggressive• Conflict
Norming
• Consolidating• Utilising resources
Performing
• Openness• Flexibility
Adjourning• Evaluation• Networking
Bruce Tuckman, 1965
DoingImplementerShaperCompleter-finisher.
Thinking PlantMonitor-evaluator Specialist
Relationships Co-ordinatorTeamworkerResource-investigator
Belbin’s Team Roles 1981
Completer-finisher
• Conscientious• Driven to deliver
Specialist
• Dedicated • Self-starting
Plant
• Creative• Imaginative
Implementer
• Disciplined• Practical
Co-ordinator
• Mature• Confident
Teamworker
• Co-operative• Diplomatic
Shaper
• Dynamic • Challenging
Monitor-Evaluator
• Strategic• Discerning
Resource Investigator
• Enthusiastic • Exploratory
Political behaviour
1.Empire building – focused on own agenda2.Jobs for the boys/individuals – know who they will
appoint/’presenteeism’3.Cliques or alliance building 4.Who you know – not what you know5.Same people receiving bonuses – who they know,
organisations produce and develop clones
Influencing/negotiating
1. Determining stakeholder needs2. Openness and transparency3. Identify initiatives/policies – expansive
involvement4. Initiative/policies – highlight business benefits –
how policies can cut costs, attracting talent5. Collaborative behaviour to increase knowledge,
build networks and alliances6. Focus on key aspects – prioritise areas you can
control
Learning Outcome 4
LO4: Be able to apply CPD techniques to construct, implement and review a personal development plan
4.1 Undertake a self assessment of HR professional practice capabilities to identify continuing professional development needs
4.2 Evaluate and select different options for self-development and explain advantages and disadvantages of each
4.3 Produce a plan to meet personal development objectives
4.4 Reflect on performance against the plan, identify learning points for the future and revise the plan accordingly.
• Self-assessment - CIPD Associate Membership criteria (4.1)http://www.cipd.co.uk/Membership/upgrade/Associate-member-forms.htm
• Evaluate 3 development options - advantages and disadvantages preferred learning style and career aspirations (4.2)
• Devise a personal development plan - for a minimum of 6 months (4.3) - http://www.cipd.co.uk/cpd/guidance/
• Role, tasks and duties undertaken
• Knowledge and behaviours needed for the role
• Relationships with stakeholders
• Impacts and measures – add value provided
Self assess your HR skills and knowledge for each of the below and identify your development needs
•Role, tasks and duties undertaken – e.g. project management, involved in leading projects, HR more involved in project working – wish to advance effectiveness
•Knowledge and behaviours needed for the role – e.g. mediation skills – number of disputes within the organisation which impacts on productivity and good relationships
•Relationships with stakeholders – e.g. building relationship with chairperson (who works distantly) – e.g. gaining senior management buy-in/ raise business awareness
•Impacts and measures – e.g. added value provided – e.g. wish to determine key metrics that demonstrate added long term sustainable value for an organisations
http://www.cipd.co.uk/Membership/upgrade/Associate-member-forms.htm
L&D Options (CIPD L&TD Survey 2013)
In-house development programmes2
Coaching3
Internal knowledge sharing events 4
Conferences/workshops5
On the job training1
E-learning6
Education courses7
Job rotation/secondments/enrichment8
Method Advantages Disadvantages
E-learning Flexibility – enables individuals to do within their own time Cost savings – in terms of trainers/resourcesCan be blended with other types of learningGood for virtual teams – operating globally
Hard to tailor for individual requirementsLack of interactionsNeed the infrastructure
Coaching Tailored to the individualFocus on specific skillsNo set timescales – flexible in terms of time
Hard to evaluate successCan be expensive – particularly external coaches
On the job learning
Real life experience Relatively inexpensiveTailored for the individuals needs
May learn bad habits
May take a lower priority if the individual training you is busy, has other priorities, etc.
Lack of structure may pose a risk
Honey and Mumford (1988)
•Pragmatist
•Theorist
•Reflector
•Activist
VAK
•Visual
•Auditory
•Kinaesthetic
Method Advantages Disadvantages Impact on learning needs/styles
E-learning Flexibility – enables individuals to do within their own time Cost savings – in terms of trainers/resourcesCan be blended with other types of learningGood for virtual teams – operating globally
Hard to tailor for individual requirementsLack of interactionsNeed the infrastructure
Visual learners will be attracted to videos/charts used in e-learning
Can appeal to pragmatists/theorists depending on content
Coaching Tailored to the individualFocus on specific skillsNo set timescales – flexible in terms of time
Hard to evaluate successCan be expensive – particularly external coaches
Auditory learners may value the two engagement
Pragmatists – practical/solutions focused, instant results
On the job learning
Real life experience Relatively inexpensiveTailored for the individuals needs
May learn bad habits
May take a lower priority if the individual training you is busy, has other priorities, etc.
Lack of structure may pose a risk
Activist/pragmatists – practical aspects learning by doing
Visual learners observing factors
Activity 3: Continuing Professional Development
(CPD)
• Continuing Professional Development
• Encourages you to take control of your own learning and development
• Reflection
• Action
CPD
http://www.cipd.co.uk/cpd/guidance/examples/example5.htm
Objective Action Resources/ Support Needed
Success Criteria/ Target Date
Update knowledge on 3 different pieces of employment legislation
Self directive learning – read up on employment law updatesAttend seminar coursesUndertake 5ELW unit on employment law
Time, money (employer), internet access to study
June 2013. Advise managers on 3 pieces of legislation
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Conclusions
To help your learning and understanding provide key conclusions/learning points from the session
1.?2.?3.?4.?5.?6.?
Consider areas for further development